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INSTITUTE OF CERTIFIED MANAGEMENT ACCOUNTANTS 14th CMA INTENSIVE PROGRAM August 30 to November 8, 2008 PROGRAM SCHEDULE: STRATEGIC BUSINESS

S ANALYSIS SESSION ONE: August 30 (Saturday) at 8:30am 5:00pm Topic 1: Corporate Objectives, Strategy and Structure This topic overviews the concept and development of strategic planning in modern business enterprises. The traditional areas of corporate strategy; such as strategic objectives and strategic planning decision models are first introduced to the student. The state of strategic thinking in the current environment is then considered, especially in relation to multiple approaches to analyzing corporate strategy. Topic 2: Strategic Marketing Analysis and Budgeting Here the marketing concept is introduced and the links between marketing and strategic business analysis are illustrated. It is shown how concepts such as the product life cycle and product portfolio matrix are linked to managerial accounting techniques such as budgeting and life cycle costing to provide relevant information for strategic decision making. A comprehensive strategic segmental marketing budget is developed in this topic. ROXOR Case Topic 3: Financial Analysis in Product Portfolio Management This topic looks at the interface between management accounting and marketing related product management especially in competitive environments. The product is the first P in the 4-Ps of marketing, the others being price, promotion and place distribution, which will be discussed in detail in later topics. It is shown that as a product moves through various stages of its life cycle, there are differing financial aspects that need to be focused on for competitive positioning. It is demonstrated that the companys management accountant possesses the tools and techniques required in providing the product managers with decision orientated information. SESSION TWO: September 6 (Saturday) 8:30am 12:30nn Topic 4: Pricing Methods and Strategies Here the various aspects of pricing decisions are covered, especially in competitive environments. Pricing methods and pricing strategies are specifically contrasted, and the use of such techniques as CVP analysis and linear programming in the pricing area are discussed. Risk adverse pricing strategies and their limitations

are also covered in this topic. ePRECISION Case SESSION THREE: September 13 (Saturday) 8:30am 12:30nn Topic 5: Financial Dimensions of Pricing in International Business Strategies This topic extends the discussion of the previous section on pricing, and considers within a competitive international market. It is shown that setting a selling price in a foreign market has, in addition to strategic marketing considerations, some unique international financial dimensions, especially due to the lengthening of the channels of distribution and the impact of multiple currencies. Topic 6: Promotion: Push Strategy and Human Resource Management Here the principal ways of communicating with the market, referred to collectively as the promotional mixare overviewed. The objective of this mix is to make a sale, either by pulling customers towards the product(using advertising) or by pushing the product to the customer (using personal selling). It is shown that the management accountant has a significant role push strategy, especially in the human resource management are as of controlling field sales operations and evaluating sales force performance. EMPEE THREE Case SESSION FOUR: September 20 (Saturday) 8:30am 12:30nn Topic 7: Promotion: Pull Strategy and Integrated Marketing Communication This topic continues with the discussion on promotion, and specifically looks at pull strategy and integrated marketing communication (IMC) with its heavy reliance on advertising. It is demonstrated that the management accountant has a significant role in formulating advertising budgets, especially using specific budget models, and in the difficult areas of controlling advertising outlays and evaluating advertising effectiveness. SUAVE Case SESSION FIVE: September 27 (Saturday) 8:30am 12:30nn Topic 8: Supply Chain Management and the Place-Distribution Decision This topic considers the last P of the 4-Ps of marketing; i.e. place (or physical distribution). It is shown that the control of the supply-chain distribution function involves a trade-off between maximizing customer service and minimizing distribution costs, and that the management accountant has a significant role to play in achieving this balance. The various accounting techniques useful in distribution cost analysis and control are highlighted in this topic. Topic 9: Performance Valuation and Strategic Financial Structures This topic introduces Business Performance Measures and provides a link as to how these measures are

interrelated with the capital structure of the firm. The impact of financial structure on planning performance evaluation is considered specifically the relative measures (ratios) used in financial statement analysis. Investment and financing issues are separated; and capital structure and its role in obtaining an appropriate discount rate for capital projects is particularly considered. SESSION SIX: September 27 (Saturday) 1:30pm to 5:30 pm Topic 10: Free Cash Flows and Strategic Value Analysis This topic introduces the concepts in a relatively new area, Strategic Value Management, and compares these concepts to the more traditional concepts in financial management, especially capital budgeting and net present value. It is demonstrated that the concepts of value and strategic value can be quantified for planning purposes. RAPPA PORT Case SESSION SEVEN: October 4 (Saturday) 8:30am 12:30nn Topic 11: Risk Management - Corporate Radar and Early Warning Systems Here the approaches to risk management using short-term (weekly) and long-term (annual) corporate radar systems are considered, in order to determine the health of a business organization. Bankruptcy prediction models (such as Z-scores) are specifically considered. MAXWELL Case Topic 12: Strategic Scorecards and Key Performance Indicators This topic focuses on corporate success, and the role of non-financial indicators in measuring and controlling this success. The importance of monitoring both the internal and external environment is highlighted, especially in terms of a firms critical success factors. STRATEGIC COST MANAGEMENT SESSION EIGHT: October 11 (Saturday) 8:30am 12:30nn Topic 1: Management Control Systems The role of accounting is often stated to be providing information for decisions. Management accounting, however, fulfills a much broader role in organizations. As well as providing a framework for planning, management accounting has an important role in management control. This topic introduces the concept of management control and considers the role of management accounting within such a control framework. The design of management accounting systems is also considered. Topic 2: Lean Manufacturing and Quality Control This topic introduces the traditional production management techniques and strategies. The 5-Ps of

production are specifically considered; i.e. the product, plant, process, program, and people. The three traditional types of production; i.e. Job; Batch; and Flow production are also studied, and concepts such as quality and reliability are also introduced. Modern production management techniques originating from Japan, such as Flexible Manufacturing Systems (FMS); and Total Quality Management (TQM) are also considered. CLEAN SHAVEN Case SESSION NINE: October 11 (Saturday) 1:30pm 5:30pm Topic 3: Cost Accounting and Cost Management in a Lean Environment This topic continues to look at production management techniques and strategies, especially the more modern production philosophies originating from Japan, such as Just-In-Time production (JIT). The strategic management accounting issues raised by such philosophies and techniques and aspects of the influence of the philosophy on production and purchasing are also covered. SILICON VALLEY Case Topic 4: Life Cycle Costing Systems This topic overviews the complexity that exists in modern industrial settings, and why the conventional management accounting techniques may provide misleading information in such environments. It is shown that indirect costs make up the largest percentage of total costs in such complex firms, and that there are many challenges in allocating such indirect costs. Methods of identifying obsolete cost systems and of improving cost control are also discussed. Whole of Life Costing, i.e. costing before, during and after manufacturing is considered within a complex and competitive industrial setting. PHRAUD CARS Case SESSION TEN: October 18 (Saturday) 8:30am 12:30nn Topic 5: Benchmarking This topic discusses in depth benchmarking; which is the formal process of measuring and comparing a companys operations, products, and services against those of top performers, both within and outside that companys primary industry. Topic 6: Activity Based Cost Allocation System This topic focuses on the principles of Activity Based Costing (ABC), which is shown as the response to the challenge of complexity. Aspects such as volume, structural and introductory costs are specifically considered. MELLOW Case SESSION ELEVEN: October 25 (Saturday) 8:30am 12:30nn

Topic 7: Customer Profitability Analysis This topic moves the focus from analysis to action. Methods of finding profitable customers and products are considered, as is the area of account management. BILLS & MOON Case Topic 8: Process Control and Activity Based Management Here the areas of process control and activity based management are discussed. Monitoring systems, and the concepts of frequency, timeliness and accuracy are considered, especially in relation to white-collar departments. DILBERT Case SESSION TWELVE: November 8 (Saturday) 8:30am 5:30pm Topic 9: Implementing Re-engineered Cost Analysis and Control Systems This outlines the implementation process of activity based costing. Behavioral aspects, especially in creating motivation are discussed. Long-term cost management models are also considered. OAKLEY Case Topic 10: Strategic Performance Management Systems This topic looks at Strategic Performance Measurement Systems, especially the linking of financial control systems with process based control systems. Some Key Questions to ask in the strategic refocusing of Performance Measurement Systems are discussed, and the recognition of how tangible and intangible assets combine in the implementation of organizational strategies that ultimately enhances organizational value is specifically considered. Topic 11: Emerging Issues 1: Triple Bottom Line Accounting and Carbonomics Triple bottom line accounting is changing the way organizations go about their business. This topic explores what is meant by the "triple bottom line" and what it means for organizations, now and in the future. The impact of Global Warming and Carbon Emissions Trading on Cost Accounting is specifically considered. Topic 12: Emerging Issues 2: Governance, Empowerment and the Strategic Audit This topic first overviews the corporate governance structure which specifies the distribution of rights and responsibilities among different participants in the corporation, such as, the board, managers, shareholders and other stakeholders, and spells out the rules and procedures for making decisions on corporate affairs. Next, it considers the issue of an Empowered workforce, and how this can contribute to enhanced shareholder value. Finally, it considers assurance issues using leading rather than lagging indicators, via the Strategic

Audit. POST PROGRAM RELEVANT FEES: Examination & Membership Fee: AUD 110.00 (2 subjects or AUD 55.00/subject) AUD 44.00 (Application Fee) AUD 55.00 (Once off joining fee) AUD 209.00 Total Exam Fee AUD 209.00 CMA membership Membership fee: AUD 209.00 (CMA Membership fee) AUD 44.00 (Application Fee) AUD 55.00 (Once off joining fee) AUD 308.00 Initial Membership fee